Measuring and Improving Patient SatisfactionMeasuring and Improving Patient Satisfaction provides a detailed "how-to" approach to establishing an effective patient satisfaction measurement program. The reader learns how to measure patient satisfaction and act upon the information obtained from patient satisfaction surveys. The book is based on the author's own experience in creating and implementing a patient satisfaction measurement program for the Med-Partners Friendly Hills Health Network in Southern California. |
Contents
Chapter 1 The Importance of Patient Satisfaction | 1 |
Chapter 2 The Definition and Dimensions | 16 |
Conjoint Preference Analysis | 79 |
Determining | 131 |
Card | 193 |
Chapter 7 Patient Satisfaction Data Collection | 200 |
HEALTH CARE CUSTOMER RELATIONSMEMBER SERVICES | 211 |
HEALTH CARE EXECUTIVES CEOS PRESIDENTS VICE | 215 |
Chapter 11Addressing AdministrationBased | 364 |
Measuring | 381 |
Chapter 13Building and Sustaining a ServiceOriented | 400 |
Your Health Care | 429 |
Building and Sustaining a ServiceOriented Organiza | 434 |
Identifying and Prioritizing Service Quality Improve | 445 |
MEDICAL ASSISTANTS OR NURSE ASSISTANTS | 457 |
Appendix AFocus Group Moderators Guide | 461 |
Common terms and phrases
age groups approach areas Aspen behaviors or conditions Cause-and-Effect Diagram Chapter clinical communication conditions that patients Delray Beach develop discussion ease of scheduling employees evaluation experience facility flowchart focus group Friendly Hills HealthCare Gaithersburg health care center health care organization health care organization's health care provider Hills HealthCare Network identified implementation improvement priorities improving patient satisfaction input involved learners learning Likert scale Managed Care marketing measure Menlo Park ment mental report card MOTS needs nonprobability sampling nursing organizational outcome overall P.J. Shelton participants patient expectations patient satisfaction survey Patient/Member patients observe performance PMRC problem procedures provider's PSI program questions reception room reengineering refers relative importance response sample satisfaction element service quality skills Source specific staff strategies telephone tients tion Total quality management treatment room typically venipuncture waiting Zig Ziglar